Group Management Concepts Analysis Paper/Presentation
(100 Points)
Objective:
To analyze how management concepts relate to managers to be more effective and efficient. (see below for prompts to help you tackle the assignment). Being a group assignment, students will gain exposure to various perspectives, benefit and learn from different writing styles/strengths, and if each group member contributes at least one journal article, then groups will benefit from having a greater number of articles from which to choose.
Article Selection:
· Each team (4-5 students) will select a journal article (published no earlier than September 1, 2016 in outlets such as Wall Street Journal, Business Week, Forbes, and/or Peer reviewed journal articles in Academic Journals).
· Teams are required to choose an article related to concepts covered in the course and how they are relevant for managers to be more effective and efficient.
Paper Description:
This paper allows you to state your opinion about the management concepts of your choice and then support your claim with facts, theories, or research. Thoroughly explain your opinions and cite as much outside reference support (i.e., peer-reviewed, scholarly journal articles) to substantiate your discussion. Empirical research, in particular, will help strengthen your discussion.
(Note: Do not copy the information present on the web. Emphasis should be to understand the framework for understanding the factors that influence how managers can be more effective and efficient).
Prepare a detailed 8-10 pages concept paper using the questions below as a guide. Be sure to incorporate your readings, and cite your sources using APA guidelines (6th edition including in-text citations and references)
Section 1: Paper Overview (Max. 1 Page, double space)
· Article Specific- Discuss the management concepts and/or functions?
· What is the current status of the company in the industry? (Review Bloomberg.com/Reuters/WSJ/Forbes/PRJ’s.
· Briefly discuss the overview of the article.
Section 2: Identification and Discussion of Management concepts using
P-O-L-C framework. (Max 6 Pages, double space)
Using a Management Concepts lens, the students should be able to identify and discuss at least four management concepts and functions applicable in the selected article mentioned below:
· Management environment and landscape
· Strategy
· Organizational Culture
· Organization Structure (Identify your company’s organization structure; describe how organization use this structure, is it used in combinatory of other; discuss the advantages and disadvantages of the structure used).
· Organization design
· Employee engagement and motivation
· Leadership
· Human Resource Management
· Communications
· Teams
· Performance Management
· Operations
Section 3: Reflection (Max. 3 page, double space)
This section is mainly your analysis of the selected article focusing on the managers to be more effective and efficient.
· Through t ...
Group Management Concepts Analysis PaperPresentation(100 Points.docx
1. Group Management Concepts Analysis Paper/Presentation
(100 Points)
Objective:
To analyze how management concepts relate to managers to be
more effective and efficient. (see below for prompts to help you
tackle the assignment). Being a group assignment, students will
gain exposure to various perspectives, benefit and learn from
different writing styles/strengths, and if each group member
contributes at least one journal article, then groups will benefit
from having a greater number of articles from which to choose.
Article Selection:
· Each team (4-5 students) will select a journal article
(published no earlier than September 1, 2016 in outlets such as
Wall Street Journal, Business Week, Forbes, and/or Peer
reviewed journal articles in Academic Journals).
· Teams are required to choose an article related to concepts
covered in the course and how they are relevant for managers to
be more effective and efficient.
Paper Description:
This paper allows you to state your opinion about the
management concepts of your choice and then support your
claim with facts, theories, or research. Thoroughly explain your
opinions and cite as much outside reference support (i.e., peer-
reviewed, scholarly journal articles) to substantiate your
discussion. Empirical research, in particular, will help
strengthen your discussion.
(Note: Do not copy the information present on the web.
Emphasis should be to understand the framework for
understanding the factors that influence how managers can be
more effective and efficient).
2. Prepare a detailed 8-10 pages concept paper using the questions
below as a guide. Be sure to incorporate your readings, and cite
your sources using APA guidelines (6th edition including in-
text citations and references)
Section 1: Paper Overview (Max. 1 Page, double space)
· Article Specific- Discuss the management concepts and/or
functions?
· What is the current status of the company in the industry?
(Review Bloomberg.com/Reuters/WSJ/Forbes/PRJ’s.
· Briefly discuss the overview of the article.
Section 2: Identification and Discussion of Management
concepts using
P-O-L-C framework. (Max 6 Pages, double space)
Using a Management Concepts lens, the students should be able
to identify and discuss at least four management concepts and
functions applicable in the selected article mentioned below:
· Management environment and landscape
· Strategy
· Organizational Culture
· Organization Structure (Identify your company’s organization
structure; describe how organization use this structure, is it
used in combinatory of other; discuss the advantages and
disadvantages of the structure used).
· Organization design
· Employee engagement and motivation
· Leadership
· Human Resource Management
· Communications
· Teams
· Performance Management
3. · Operations
Section 3: Reflection (Max. 3 page, double space)
This section is mainly your analysis of the selected article
focusing on the managers to be more effective and efficient.
· Through this newspaper article, are any management course
concepts challenged?
· Having read this journal article, do you see the need to refine
any of our course material to better capture the reality of
organizational life?
· What changes would our management course material suggest
in order to improve the practice(s) featured in your journal
article?
· How would you use our management course material to
support the initiatives/new practices featured in your journal
article?
· Why should a management student read this article?
Paper Guidelines:
· Discuss at least 4 management concepts listed in the section 2
in your paper. (This does not guarantee an “A” in the paper).
· Format of the paper: There are no special formatting
requirements. For in-text citations and references follow APA
6th edition. Should be able to know more about APA
https://owl.english.purdue.edu
· Number of pages- Maximum 8-10 pages double space. The
number of pages does not guarantee an “A” on the paper; it
depends on the quality of the discussion, depth, and rigor in the
paper. Cover the information, which clearly present the
framework of P-O-L-C in the organization.
4. · Number of references- Minimum 5 references, this is to make
sure that you use at least five good quality research papers to
substantiate the discussion and add value to the extant literature
in the field of study. Reference page is exclusive to the page
limit. (These minimum references do not guarantee an “A” in
the paper).
· Quality of the information is important, but how do you
present that information is equally important. Please use
appropriate headings and sub-headings to clearly present the
information in the paper.
· References (Build a comprehensive reference page that
includes refereed journal articles and/or websites cited above.
It is NOT acceptable to have only web articles that are not
scholarly/refereed journal articles. Do not use
Wikipedia/encyclopedia or blogs and similar Internet sources in
this paper). Feel free to use professional business journals such
as Wall Street Journal, Business Week, Forbes, and/or company
websites etc.
· IMPORTANT: Turnitin is a part of the D2L. Every time
student turns in any assignment in the dropbox in college.
Turnitin would automatically evaluate it. WARNING:
Turnitin.com DOES check to see if any part of the document is
copied from any other document in their files...published or
unpublished. Because of the nature of the assignments, some
duplication is acceptable and even expected...such as the
repetition of titles, names and specific questions and quotations.
Within 24 hours of submission, you should be able to check for
your report detailing what percentage of your paper has been
previously submitted. You are expected to correct and resubmit
to reduce it as low as possible (be sure to allow extra time for
this!) Anything over 25% will result in automatic point
deductions, but anything (no matter what % turnitin.com shows)
that does not follow acceptable documentation and citation
5. practices will result in grade deductions or worse. Please note if
the Turnitin percentage is higher than 35% it will be evaluated
for any plagiarism issue and will be notified to the appropriate
authority to take any further action. (Review grading rubric for
points deduction). Therefore, please take this very seriously.
Correct sentence structure, grammar and spelling are expected
on all written assignments submitted for a grade. For additional
help with written assignments, please contact the Online
Writing Lab at http://web.tamu-
commerce.edu/academics/colleges/humanitiesSocialSciencesArt
s/departments/literatureLanguages/writingCenter/onlineWriting
Lab.aspx
Presentation Guidelines:
Each group will produce a Power Point presentation based on
their papers. The following format is recommended:
Slide 1 – Cover page with team member names.
Slide 2 – Each student should summarize their findings on two
slides.
Final Discussion Slides – This should consist of approximately
two slides. The first should discuss similarities across
companies.
Conclusion Slide – wrap up your group results in a succinct
manner.
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HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
23. HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
24. Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
25. HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
26. wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
27. HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
28. HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
29. Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
30. HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
31. wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
32. HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
33. HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
34. Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
35. HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh
wE FrEE t0 FlYHaCkRhIn0-TeaM
HaCkRhIn0-TeaM/dēˈkript/ by HaCkRhIn0-TeaMHaCkRhIn0-
TeaM
HaCkRhIn0-TeaM
Y0uR SeCuiTy iS N0t En0Ugh